MOTIVATIONAL MECHANISM FOR THE DEVELOPMENT OF ENTERPRISE INNOVATION ACTIVITY

Le résumé fourni par la source

The purpose of the study is to substantiate the content and structural construction of the motivational mechanism for the development of innovative activity of enterprises, which combines internal motivating factors of the employee, external stimulation and organizational conditions for transforming ideas into implemented innovations. The object of the study is the process of forming personnel motivation to participate in innovative activity of enterprises. Innovative activity at enterprises is formed through a consistent combination of knowledge, resources, management decisions and behavioral readiness of employees to participate in the creation and implementation of new ideas. Technical equipment, financing of research or the acquisition of modern equipment create the necessary prerequisites, but do not in themselves ensure the emergence of innovations. It is substantiated that the motivational mechanism of innovative activity should not be reduced to bonuses for the final result, since the innovation process includes the generation, promotion, experimental verification, implementation and dissemination of ideas, and each of these stages requires a different combination of incentives and organizational conditions. The author's interpretation of the motivational mechanism is proposed as a set of interrelated managerial influences, incentives, organizational conditions and feedback aimed at forming and maintaining the readiness of employees to create and implement new ideas in accordance with the strategic goals of the enterprise. The scientific novelty lies in the formation of a stage-differentiated construction of such a mechanism, where internal motivation acts as its motivating basis, organizational support creates conditions for innovative behavior, and material and non-material incentives are consistent with the stages of the innovation process. The practical significance of the results lies in the possibility of using the proposed structure when improving personnel motivation systems, internal entrepreneurship programs, team management and procedures for assessing employee participation in innovation projects.

Ce résumé expose les affirmations des auteurs. BNTIC ne l’interprète pas comme une validation indépendante des résultats.